If that is the case, after you have determined the characteristic or effect you are examining, follow these steps: Sometime it may be very difficult to determine the primary causes to be included in your diagram. If certain causes seem to have a significant effect on the characteristic you are examining, mark them in a special way. In a similar way, draw and label diagonal lines for third level or root causes, small bones, intersecting the secondary cause lines, medium sized bones.Alternate these medium sized bones to the left and right of each rib. Draw a horizontal line intersecting the appropriate diagonal line and label it to describe each secondary cause that influences a primary cause.Label the end of each rib and draw a box around the label. Alternate these ribs on the top and bottom of the backbone. For each primary cause or category of causes, draw a diagonal line slanting from left to the centerline.Draw a straight line to the left, the fish backbone.If you think of this as a fishbone diagram, this is the fish head. Write your chosen effect on the right side of a paper, board or flipchart and draw a box around it.You might consider Pareto analysis to help you focus on the most important issue. Decide which quality characteristic, outcome or effect you want to examine.Visualise the possible relationships between causes which may be creating problems or defects.Ĭause-and-effect diagrams are particularly useful in the measure and improve phases of Lean Six Sigma methodology.Provide a focus for discussion and consensus.Define and display the major causes, sub-causes and root causes that influence a process or a characteristic.A cause-and-effect diagram will help you: They often involve the complex interaction of several causes. Quality problems are typically not simple. They are also called fishbone diagrams, because they look something like fish skeletons. In recognition of this, these diagrams sometimes are called Ishikawa diagrams. The first such cause-and-effect diagram was used by Kaoru Ishikawa in 1943 to explain to a group of engineers at the Kawasaki Steel Works how various work factors could be sorted and related. Defining and displaying those relationships helps. It is difficult if not impossible to solve complicated problems without considering many factors and the cause-and-effect relationships between those factors.
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